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Chapter 6

HRM 3430 Chapter Notes - Chapter 6: Tradesman, Organizational Culture, Succession Planning


Department
Human Resources Management
Course Code
HRM 3430
Professor
Gordon Qi Wang
Chapter
6

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Chapter 6
HR Forecasting the heart of the HR planning process, can be defined as determining
the net requirement for personnel by determining the demand for and supply of human
resources now and in the future.
Forecasting activity can be subdivided into three categories:
1. Transaction-based forecasting – focuses on tracking internal change
instituted by the organization’s managers.
2. Event-based forecasting – concerned with change in the external
environment.
3. Process-based forecasting – not focused on a specific internal
organizational event but on the flow or sequencing of several work activities
(e.g. the warehousing shipping process)
- Forecasting is only an approximation of possible future states and is an activity that
strongly favours quantitative and easily codified techniques.
- Studies have shown that accuracy of prediction improves significantly when a variety
of forecasting techniques are used.
HR Forecasting in a Global Economy
Organizations that operate globally can have their global HR planning managers,
encourage employee collaboration through:
Maximizing use of technology such as e-mail
Explicitly scheduling work to take advantage of time zone differences
oPreparing a contract in advanced time zone, which can then be sent to a
client firm, in a time zone several hours behind
Elimination of redundant costs through centralizing data in the HRMS
HR Planning should be:
Strategic and forward looking
Comprehensive and encompass all employee groups and management
functions
Tailored to the specific culture and attributes of the organization to which it is
being applied

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Benefits of HR Forecasting
1. Reduces HR Costs – Effective HR Forecasting will allow organizations to
develop internal workers and obtain the best external recruits. This means
organizations will be less likely to have to react in a costly last-minute crisis mode
to unexpected developments in the internal or external labour markets.
2. Increases Organizational Flexibility
3. Ensures a close linkage to the macro business forecasting process
4. Ensures that organizational requirements take precedence over issues of
resource constraint and scarcity
HR Demand – the organization’s projected requirement for human resources
HR Supply – the availability of workers to meet the demand requirement, obtained
either internally or from external agencies.
Why HR System Implementation Efforts Fail
1. The organization’s top management has not communicated the need to
implement new technology or new systems.
2. People resist change efforts because they are not asked to help develop new
business strategies, solutions and plans.
3. Organizations underestimate the time, energy, budget and planning required to
successfully implement new technology.
4. Different groups within an organization either cannot agree on what a system
needs to do or overburden it with too many requirements.
Personnel Categories given more attention in forecasting process:
1. Specialist/Technical/Professional Personnel
Workers holding trade qualifications which are in high demand
Workers who require lengthy preparatory training for attainment of skill
competency
As these workers are in high demand both in Canada and abroad, special
attention has to be given to programs to induce these workers to join an
organization.
Attention to benchmarking compensation schemes to meet or lead
industry standards to attract and retain people
Longer time to recruit because of the need for a more comprehensive and
larger geographical search for this specialist talent pool
2. Employment Equity-Designated Group Membership
Four designated groups:
oPeople of Aboriginal descent
oWomen

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oPeople with disabilities
oMembers of visible minorities
3. Managerial and Executive Personnel
The organization’s survival and future success depend directly on
succession and replacement planning.
Leaders who are able to transform organizational culture and anticipate
external change, and who possess the dynamic personal attributes
necessary to unify the organization, are very rare
4. Recruits
Recruiting trainees is extremely important to the success of the
Organization’s overall HR policies
Forecasting Process
1. Identify organizational goals, objectives and plans
2. Determine overall demand requirements for personnel
3. Assess in-house skills and other internal supply characteristics
4. Determine the net demand requirements that must be met from external,
environmental supply sources
5. Develop HR plans and programs to ensure that the right people are in the right
place
Factors affecting the HR Forecasting Process/Why it is difficult to make accurate
forecast
Internal:
Corporate mission, strategic goals
Operational goals, production budgets
HR policies
Organizational structure
Worker KSAs and expectations
HRMS level of development
Organizational culture, climate, job satisfaction, communications
Job analysis results
External:
Economic situation
Labour markets and unions
Laws and regulations
Industry and product life cycles
Technological changes
Competitor labour usage
Global market for skilled labour
Demographic changes
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